MMGY's current market positioning centers on an identity claim: "We are travel. Travel changes everything." This language appears on the homepage, the about page, and across social channels. It communicates passion for the industry and signals category commitment. What it doesn't communicate is why a CMO evaluating three travel marketing agencies should choose MMGY over the other two.

The competitive analysis makes this tension concrete. Miles Partnership says it's "focused exclusively on travel and tourism." Madden says it "connects people to places." MMGY says "we are travel." These statements are functionally interchangeable. A prospect reading all three sites in sequence would come away knowing that all three agencies love travel. They would not come away with a clear understanding of what makes any one of them the better choice for their specific problem.

This isn't a reflection of MMGY's actual value — it's a reflection of how that value is currently packaged.

What the site communicates today

The homepage presents a rotating carousel of work samples and insights over the headline "We Are Travel / Travel Changes Everything." There is no positioning statement, no articulation of how MMGY helps clients, no proof of outcomes, and no clear next step for a prospect.

The about page leads with purpose: "Travel opens doors and hearts. It transforms what we think to become what we've learned." The copy is warm and genuine, and the sentiment clearly reflects how the team feels about the work. But for a CMO operating in a turbulent travel environment with intense scrutiny around marketing ROI, this messaging creates a mismatch. It signals passion but not the strategic rigor and performance accountability that buyer is evaluating agencies on.

The services page organizes capabilities by internal discipline: Data & Insights, Marketing & Paid Media, PR & Representation. Each is described in terms of what the department does rather than what outcome it produces.

Across every page, the messaging is oriented inward. It tells the visitor what MMGY believes about travel as a concept. It doesn't tell them what happens when they hire MMGY.

Three differentiators — buried or absent

Through the intake, discovery session, and our analysis of MMGY's capabilities, three genuinely differentiated assets emerged. None of them are visible to a first-time visitor on mmgy.com.

The research foundation

MMGY Travel Intelligence represents 34 years of proprietary traveler data — the longest-running and broadest research portfolio in the travel marketing industry. The Portrait of American Travelers, now in its 34th year, is widely regarded as a leading barometer of travel trends. The accessible travel study, the neurodiverse families study, the Portrait of Indian International Travelers — these are original, substantive contributions that competitors are only beginning to try to replicate. On the website, this entire asset lives behind a single navigation link to a separate domain (mmgyintel.com). It's treated as a product line rather than as the strategic backbone that makes all of MMGY's work smarter. Miles just invested in a research firm to try to build what MMGY already has. This advantage should be front and center, not siloed on a subdomain.

How the research portfolio gets integrated into the mmgy.com experience — whether through featured research on key pages, research-backed proof points woven into the service narrative, or a dedicated section that connects the intelligence to the work — is a question we'd help guide during the website engagement. The important thing is that this asset stops living in isolation and starts doing strategic work on the flagship site.

The ecosystem perspective

MMGY works with DMOs, private-sector brands, cruise lines, airlines, and hospitality groups — and synthesizes learnings across all of them. When MMGY develops a media strategy for a destination, it's informed by what they've learned about traveler behavior from the hotel brands competing for those same travelers. This cross-pollination of intelligence across the full travel ecosystem is something no other agency in the competitive set can credibly claim. Miles sees the DMO side. Tambourine sees the hotel side. The Shipyard sees the brand campaign side. MMGY sees the whole picture. But the site doesn't communicate this at all.

The performance marketing evolution

MMGY's teams have leveled up significantly in delivering measurable revenue impact — work for brands like Windstar Cruises, Six Flags, Choice Hotels, and Hyatt that equates directly to sales and bookings. This is exactly the story that would resonate with the private-sector CMO that MMGY wants to attract, and it's the story that would differentiate MMGY from the DMO-specialist competitors who lean more traditional. The site doesn't reflect any of this capability.

The brand architecture adds friction

This is worth noting as context, not as a recommendation we're owning — we understand this work is being managed internally. MMGY's brand architecture is still in transition, and that transition creates friction for prospects trying to understand what MMGY is. The footer on mmgy.com reads "MMGY Advertising (an MMGY Global company)." The LinkedIn handle is @MMGYglobal. Travel Intelligence lives on mmgyintel.com. For a prospect encountering MMGY for the first time, the site introduces complexity before it resolves it. This makes the positioning work on mmgy.com even more important — when the architecture is complex, the flagship brand needs to do more heavy lifting on clarity. If at any point you'd like outside support in resolving these brand architecture challenges, this is work Newfangled is well-equipped to help with.

The opportunity

The gap between MMGY's actual competitive advantage and how it's currently positioned in the market is significant enough that it warrants a dedicated positioning engagement. A positioning workshop would give the team the space to develop an articulation that captures the ecosystem value, resonates with both DMO and private-sector audiences, and holds up against the strongest competitors in the landscape.

The case for that workshop isn't "your positioning is broken." It's that you have a positioning story nobody else in the market can tell, and the current articulation isn't telling it.

The competitive landscape is moving in a direction that makes this urgent. Competitors are investing to close the gaps MMGY already fills — Miles in research, The Shipyard in integration and AI discoverability. The DMO-only agencies are staying in their lane, which creates room for MMGY's private-sector ambitions. And the buyer journey research confirms that prospects are forming their shortlists earlier and through channels where positioning clarity matters more than ever.

The positioning territory we see for MMGY is not about the middle of a size spectrum. It's about being at the center of an ecosystem. MMGY sees the traveler from every angle of the transaction — through decades of proprietary research, through work spanning destinations and brands, through global teams that understand how travelers think and decide at every stage. That intelligence is the connective tissue that makes everything else MMGY does more effective. It serves the DMO client who needs to attract travelers and the private-sector brand that needs to convert them. It's the common foundation that speaks to both audiences from a single, credible, defensible position.

Getting from "we are travel" to an articulation of that specific value — in language that resonates with both a DMO director and a cruise line CMO, that holds up against the strongest competitors in the landscape, and that gives the sales team a sharper edge in every conversation — that's a workshop, not a tagline exercise. The raw material is there. It needs to be shaped.

: DMO leaders who represent the established base of the business, and private-sector CMOs who represent the growth opportunity. These buyers enter the evaluation process through different doors — one through RFP cycles and industry relationships, the other through independent research and peer networks. But they evaluate agencies against the same fundamental criteria: category expertise, proof of results, strategic depth, and cultural fit.

The more pressing question isn't who these buyers are. MMGY already knows its audience well. The question is whether MMGY is showing up in the places and ways these buyers now use to build their shortlists — because that process has changed significantly.

The buyer journey has a new stage

Current research paints a consistent picture of how B2B buyers — including CMOs evaluating agency partners — now make decisions.

95% of deals are won by a vendor already on the buyer's day-one shortlist. The first vendor a buyer contacts wins roughly 80% of the time. By the time a prospect reaches out to MMGY's team, the decision is largely already made. The shortlist was assembled through independent research, not through sales conversations.

Buying cycles have compressed — from 11.3 months on average in 2024 to 10.1 months in 2025 — driven by economic uncertainty pushing buyers to lock in commitments before potential budget cuts, and by the need to evaluate AI capabilities earlier. But this earlier contact doesn't mean buyers are less decided. 94% still have their shortlist ranked before that first conversation. The window to influence the shortlist has actually gotten narrower, not wider.

Buying committees have expanded. The average B2B purchase now involves 10-13 stakeholders across multiple departments. For agency selection in travel, this likely means the CMO initiates the search, but procurement, finance, and executive leadership — especially in PE-owned organizations — weigh in on the final decision. The website needs to serve all of these readers, not just the marketing lead.

And the path to the shortlist has a new first stage: AI-assisted discovery. 94% of B2B buyers now use tools like ChatGPT, Claude, or Gemini during their evaluation process. 60% use these tools to build initial vendor lists. They query the LLM first, validate through Google, evaluate through websites and content, then build the shortlist. MMGY needs to show up credibly at every stage of this path.

MMGY's AI visibility is critically low

The GEO Visibility Audit we conducted tested 150 queries across ChatGPT, Claude, and Gemini. The findings are stark.

MMGY scored 14 out of 100 overall. The brand was mentioned 28 times — but every single mention came from Gemini. ChatGPT and Claude returned zero mentions across 100 queries on those platforms. And across all platforms, MMGY received zero citations. AI systems recall the MMGY name from general training data, but they never point to MMGY's actual content as a source. The brand has awareness in the AI layer. It doesn't have authority.

The category breakdown reveals where the gap is widest. In vendor-selection queries ("best travel marketing agencies for tourism boards"), MMGY appeared 33% of the time. In problem-solving queries ("how to create effective destination marketing campaigns," "how to measure ROI for hospitality marketing"), the mention rate was 0%. This maps directly to a content gap: MMGY has deep expertise in solving these exact problems but hasn't published content structured in the way AI systems surface and cite.

When MMGY does appear, it performs well — earning the top ranking 35.7% of the time. The issue isn't reputation. It's visibility. View the full GEO Visibility Audit →

The DMO buyer

DMO leaders — executive directors, CMOs, marketing directors at destination marketing organizations — represent MMGY's established base. These buyers typically enter through RFP cycles: structured, procurement-driven, often 3-5 year contract reviews with optional extensions. The sales cycle is long, the evaluation process is formal, and the relationship tenure can extend 10-15 years.

For this audience, MMGY's brand recognition, conference presence, and industry relationships do much of the shortlist work. The website functions less as a discovery mechanism and more as a validation tool during the RFP evaluation.

What they care about: Depth of category understanding, research credibility, integrated capabilities that simplify their vendor relationships, proven track record with comparable destinations, community impact and responsible tourism perspective.

Where they're found: Industry conferences (Destinations International, TTRA, ESTO), trade publications, peer networks, RFP databases, and increasingly, AI-assisted research during evaluation.

Where the gap is: The website doesn't showcase the research advantage prominently enough. Case studies lean on creative output rather than measured destination impact. The content strategy doesn't build toward a cumulative narrative that would help a DMO committee member advocate for MMGY internally during an RFP process.

The private-sector CMO

This is the growth audience — CMOs and senior marketing leaders at hotel chains, cruise lines, airlines, entertainment companies, and other private-sector travel brands. These buyers are less likely to enter through structured RFP cycles. More often, they search when they have a specific problem — a brand repositioning, a performance gap, a competitive threat, a new market entry.

For this audience, the website is the primary discovery mechanism. They're Googling, asking peers, checking LinkedIn, querying ChatGPT. They're evaluating agencies based on whether the site signals understanding of their world — a world of revenue targets, board-level ROI scrutiny, competitive pressure, and the need to connect brand investment to bookings. This is the growth audience identified during discovery, and it's the audience mmgy.com currently doesn't speak to.

What they care about: Measurable performance and revenue impact, ability to connect brand marketing to demand generation, sophisticated data and analytics capabilities, speed to value, proof of results with comparable private-sector brands.

Where they're found: LinkedIn (both organic content and paid), Google search, AI-assisted discovery, peer referrals, industry events (Cannes Lions, Skift, PhocusWright), and increasingly through content that demonstrates strategic thinking rather than just category knowledge.

Where the gap is significant: The website doesn't reflect any of this. Case studies lean DMO. The messaging leads with purpose and philosophy rather than performance credibility. The services page describes disciplines rather than outcomes. A hotel chain CMO visiting mmgy.com today would see an agency that appears to be built for destinations, not for their business. The AI visibility gap compounds this — if a private-sector CMO asks ChatGPT for "best hospitality marketing agencies," MMGY doesn't appear.

The common thread

Both audiences ultimately form their shortlists based on the same signals: does this agency understand my category, can they prove they've delivered results for organizations like mine, and do they have a point of view that makes me think they'll push my thinking forward? The messaging framework doesn't need to be split into two separate stories. It needs to be structured so that both audiences can find themselves in it quickly and see proof that matters to their specific context.

The ecosystem positioning we identified in the competitive analysis serves both. The DMO leader sees an agency with unmatched traveler intelligence that will make their marketing more precise. The private-sector CMO sees an agency that understands demand from every angle and can connect brand investment to revenue. Same foundation, different applications.

Sources: 6sense 2025 B2B Buyer Experience Report, Google October 2025 B2B Buyer Journey Research, Forrester State of Business Buying, Newfangled GEO Visibility Audit for MMGY (April 2026)

MMGY produces a significant volume of thought leadership — 100+ articles on the insights blog, a bi-weekly newsletter with strong engagement, 38 hours of conference speaking in 2025, and earned media impressions exceeding 2 billion for the second consecutive year. The output is impressive. The question is whether it's building toward anything.

Right now, it isn't. Read across the full body of content on mmgy.com and you'll find culinary tourism trends, media landscape shifts, accessible travel research, crisis communications playbooks, cannabis culture and travel, TikTok ban analysis, and FIFA World Cup destination strategy. Each piece is substantive on its own. But taken together, they read like a trade publication covering the industry rather than an agency with a distinctive point of view on it.

This is the difference between content that demonstrates knowledge and content that builds positioning. Compare MMGY's approach to BVK's: every piece of BVK content reinforces the same thesis — that brands built around a core human value outperform. Their blog post about Wyoming tourism is really about values-based positioning applied to a destination. Their post about Gen Z travelers is about how values shift generationally. Six months of BVK's content, read together, trains you to think in their framework. You start to associate BVK with a specific way of seeing the world. After reading their content, a prospect could articulate what makes BVK different.

After reading six months of MMGY's content, a prospect would come away knowing MMGY is smart and active in the travel space. They would not come away with a clear sense of what MMGY believes about the industry that's different from what Miles or Madden or anyone else believes.

The same pattern holds on social media. LinkedIn is MMGY's strongest channel — engagement rates consistently outperform industry benchmarks, with peaks of 6.4% against a 3.9% travel industry average. The content that performs best is exactly right: original research, data-backed industry commentary, and leadership visibility. But the wins are isolated spikes rather than chapters in a sustained narrative. The social strategy is executing well tactically. It isn't building toward anything cumulatively.

The fix isn't to produce less. It's to give everything MMGY produces a strategic home within a messaging framework that, over time, teaches the market what makes MMGY different.

What the messaging gets right today

The research content has genuine substance. The Portrait of American Travelers, the accessible travel study, the neurodiverse families research — these are original contributions that demonstrate depth competitors can't easily replicate. When this content reaches the right audience, it builds real credibility.

The Quick Takes on Travel newsletter has found a format that works. Open rates in the 31-43% range, strong click-through on data-driven content, and a LinkedIn newsletter companion that's building a subscriber base.

The conference presence and earned media generate significant awareness. The team is respected on industry stages and regularly quoted in major publications. This isn't something you build from scratch — it's an asset that took years to establish.

The challenge is that none of these strengths are connected to a positioning narrative. They're orbiting the brand without reinforcing a specific, differentiated claim.

What's missing from today's messaging

The site speaks to MMGY's identity, not the client's problem. Every major page leads with what MMGY believes about travel rather than what a prospect gains by hiring MMGY. "We are travel" is an identity claim. "Travel changes everything" is a philosophy. Neither tells a CMO under pressure how MMGY will help them grow revenue, differentiate their brand, or navigate a turbulent market.

The content taxonomy reflects internal structure, not prospect needs. The services page organizes by department: Data & Insights, Marketing & Paid Media, PR & Representation. The blog filters by internal category: MICE, Integrated Marketing, Media and Analytics, International Marketing. A prospect doesn't think "I need Integrated Marketing." They think "I need to grow bookings" or "I need to differentiate my destination" or "I need to prove ROI to my board." The entire information architecture is oriented around how MMGY is organized rather than around the problems MMGY solves. This affects both the website experience and AI discoverability — the GEO audit's 0% mention rate in problem-solving queries maps directly to this gap.

The private-sector story is invisible. The case studies lean heavily DMO. The language leans destination. The performance marketing capabilities that would matter most to a hotel chain CMO or cruise line VP — measurable revenue impact, full-funnel accountability, data-driven media strategy — aren't reflected on the site or in the content strategy.

Four messaging pillars

The following messaging areas of focus are designed to anchor MMGY's content strategy going forward. Each one sits at the intersection of MMGY's genuine expertise, the target buyers' needs and pressures, and the competitive white space identified in the landscape analysis.

These pillars are not taglines, headlines, or external-facing language. They're internal organizing principles — shared vocabulary that guides content ideation, editorial planning, and campaign development across the MMGY marketing team. When someone is developing a blog post, planning a conference talk, writing a LinkedIn post, or briefing a case study, these pillars answer the question: what is this piece of content building toward? They ensure that everything MMGY publishes contributes to a cumulative positioning narrative rather than standing alone as isolated industry commentary.

Pillar 1: We See the Whole Traveler

Nobody knows travelers like MMGY does — and nobody else can. While competitors see the traveler from one angle — the DMO side, the hotel side, the campaign side — MMGY sees the whole traveler. Through 34 years of proprietary research, through work spanning destinations and private-sector brands, through global teams that understand how travelers think and decide at every stage of the journey. That intelligence is the connective tissue that makes everything else MMGY does smarter, and it's the one advantage competitors can't acquire or replicate. This is the anchor pillar. A DMO leader hears: your marketing will be informed by the most comprehensive traveler data in the industry. A private-sector CMO hears: we understand demand patterns that your current agency doesn't have access to.

Pillar 2: We See Both Sides of the Booking

DMOs create demand for destinations but can't measure where the bookings land. Private-sector brands capture bookings but can't create new demand on their own. MMGY works both sides of this equation — and through decades of research and experience across the full travel ecosystem, understands the complete journey from desire to booking. That dual perspective makes MMGY's work smarter on both sides. The DMO client gets an agency that understands how destination marketing translates into commercial outcomes. The private-sector CMO gets an agency that understands where demand originates and how to influence it before it reaches the performance funnel.

Pillar 3: Complexity Is Our Arena

Travel marketing is getting more complex — fragmented channels, AI disruption, compressed buying cycles, expanding stakeholder groups, global reach requirements, regulatory and geopolitical volatility. Most agencies position complexity as a problem they'll simplify. MMGY can position it as a terrain they're uniquely equipped to navigate because of their scale, integration, and global presence. This reframes "we're big and integrated" from a structural description into a value proposition. The messaging claim: if your marketing challenge is straightforward, plenty of agencies can handle it. If it's complex — multi-market, multi-stakeholder, multi-channel, with real accountability on the line — you need a partner built for that complexity.

Pillar 4: The Future of Travel Discovery

AI is reshaping how travelers find destinations and how CMOs find agencies. MMGY is already seeing ChatGPT referrals in inbound leads. They have AI-powered tools like Trailblazer (evaluating creative messaging for conformity vs. novelty) and EurekA! (AI-powered access to proprietary research). This pillar positions MMGY as the agency that isn't just adapting to AI — they're helping clients navigate the shift from traditional discoverability to AI-mediated discovery. The messaging claim: the rules of how travelers find you are changing. MMGY is building the playbook.

How the pillars work in practice

These aren't content categories — they're lenses. A blog post about accessible travel isn't just a standalone topic. Under this framework, it lives under We See the Whole Traveler because it demonstrates how deep research reveals underserved market segments. A case study about Windstar Cruises doesn't just showcase creative work. It lives under We See Both Sides of the Booking because it shows how MMGY drove measurable revenue outcomes. A recap of a multi-market campaign lives under Complexity Is Our Arena. An analysis of ChatGPT's influence on hotel bookings lives under The Future of Travel Discovery.

Over time, this creates the cumulative effect that's currently missing. A prospect who follows MMGY's LinkedIn for six months, reads the newsletter, and attends a conference session wouldn't just know MMGY is smart. They'd be able to articulate what makes MMGY different — and that articulation would map to the positioning territory we've identified.

MMGY's marketing channels are individually healthy. LinkedIn engagement outperforms industry benchmarks. The conference presence is arguably the strongest in the travel marketing space. The Quick Takes newsletter has solid metrics. Earned media generates significant awareness. The individual parts are working.

The problem is that they aren't connected. A keynote at Mojo Summit generates energy in the room but doesn't systematically produce content that feeds LinkedIn, the newsletter, the blog, and AI discoverability for months afterward. A strong LinkedIn post gets engagement but doesn't drive newsletter subscriptions. Each channel operates on its own cycle, producing its own results, without a system connecting them into a compounding whole.

The channel strategy we're recommending doesn't require MMGY to abandon what's working. It requires building the connective tissue between channels so that effort invested in one produces returns across all of them.

Current channel performance

Recommended channel strategy

1. Build the conference-to-content engine

Every keynote, panel, and Mojo Summit session should systematically generate 8-12 pieces of derivative content: short video clips, LinkedIn posts from executives, blog articles expanding the thesis, newsletter features, and structured FAQ-style content optimized for AI discoverability. This doesn't require new channels — it requires a production process that treats every conference appearance as a content shoot, not just a speaking engagement.

2. Invest in LinkedIn — organic and paid

Organize organic content around the four messaging pillars so it builds cumulatively, and layer in paid amplification through LinkedIn Thought Leader Ads. These promote content from individual executives and deliver 1.7x higher click-through rates than standard campaigns. Phase one (months 1-3): invest $5,000/month as a learning budget to test which executives, messages, and audiences perform best. Phase two (months 4+): scale based on what phase one reveals. The key principle: don't scale paid media until there's a website worth driving traffic to and a message worth amplifying. In phase two, also add programmatic retargeting to stay visible during the long B2B evaluation window.

3. Launch a video/podcast program

The travel marketing space is not oversaturated with high-quality, executive-level podcasts. Miles doesn't have one. Madden doesn't. BVK doesn't. The Shipyard doesn't. The white space exists. Recommended format: a biweekly video podcast — filmed conversations published as both audio and video. Each episode yields the audio, a YouTube video, 4-6 short clips for LinkedIn, pull quotes, a blog summary, and newsletter content. The guest strategy should be account-based: invite target-account executives as guests, turning the conversation itself into a relationship-building tool.

4. Grow the email list aggressively

Target 12,000-15,000 qualified subscribers within 12 months through gated research content (Portrait of American Travelers insights as the primary lead magnet), conference capture, LinkedIn-to-email conversion, and website optimization. The emphasis on organic growth is deliberate — a 43% open rate on a 5,000-person opt-in list is vastly more valuable than a 12% open rate on a 20,000-person list diluted with purchased contacts.

5. Invest in AEO/GEO readiness

Months 1-3: implement Schema.org markup across mmgy.com and create a structured FAQ architecture addressing problem-solving queries from the GEO audit. Months 3-6: publish 2-3 authoritative, structured guides per month on topics like measuring destination marketing ROI and building integrated tourism campaigns. Months 6-12: monitor GEO performance, targeting improvement from 14/100 to 35-40/100 within six months and 50-60/100 within twelve. This is work Newfangled would lead as part of the implementation engagement.

6. Activate LinkedIn collaborative articles

LinkedIn publishes thousands of collaborative articles and invites experts to contribute. These contributions are indexed by Google and referenced by LLMs. Any member can contribute directly at linkedin.com/pulse/topics. Recommendation: 4-5 executives contributing to 2-3 relevant articles per week — 15-20 minutes each. Low effort, high leverage, directly addresses the AI discoverability gap.

7. Launch quarterly CMO roundtables

Unlike a webinar (one-to-many presentation), a roundtable is a small-group conversation: 8-12 invited CMOs, a focused question tied to a messaging pillar, 60-75 minutes of facilitated discussion. No pitch, no slides. MMGY hosts and participates as equals. This positions MMGY as the convener, creates direct relationships with prospects in a non-sales context, generates insights that fuel content, and carries exclusivity that builds brand equity. Quarterly cadence, follow up with a summary piece and personal note.

This report has documented a consistent finding across every dimension of analysis: MMGY possesses a genuinely differentiated competitive advantage — the deepest traveler intelligence in the industry, built over 34 years, integrated across the full travel ecosystem — and that advantage is largely invisible in the channels and formats where today's buyers form their shortlists.

The competitive landscape is moving. Miles is investing in research credibility. The Shipyard is assembling integration and AI capabilities through acquisition. BarkleyOKRP is already claiming the "valuable middle." These agencies are building toward what MMGY already has — but from the opposite direction. The positioning territory at the center of the travel marketing landscape is available today. It won't be available indefinitely.

Meanwhile, the buyer journey has fundamentally shifted. 95% of deals are won by a vendor on the day-one shortlist. 94% of B2B buyers use AI tools during evaluation. 60% of the buyer's journey happens before the first conversation. MMGY's GEO visibility score — 14 out of 100, with zero citations and zero presence on ChatGPT and Claude — means the agency is effectively invisible in the discovery channel that's growing fastest.

The fix isn't one thing. It's four things, and they're interconnected.

The website rebuild is the foundational investment. It's where the positioning becomes visible, the messaging becomes tangible, and the channel strategy has somewhere to send traffic. Without it, every other investment underperforms. With it, everything compounds.

Every engagement tier we've outlined on the following page includes the positioning workshop, messaging framework, full website redesign and build, and AEO/GEO technical implementation. These aren't optional add-ons — they're the minimum viable foundation. The tiers differ in how much ongoing strategic partnership, content production, and channel management Newfangled provides beyond that foundation.

The raw material for a market-defining position is already inside MMGY. The research. The ecosystem perspective. The performance evolution. The global team. None of it needs to be invented. It needs to be surfaced, articulated, and made visible in the places where buyers are making decisions.

That's the work ahead. The next page outlines how we propose to do it together.

Every tier includes the positioning workshop, messaging framework development, full website redesign and build, and AEO/GEO technical implementation. These represent the foundational investment — the work that must happen regardless of scope. The tiers differ in how much ongoing strategic partnership Newfangled provides beyond that foundation.

All pricing reflects a 9-month engagement following a $10,000 discovery phase (already completed). MMGY's stated budget ceiling is $200,000 total. The remaining budget after the monthly retainer determines what's available for paid media investment and other external costs.

All tiers are structured as 9-month engagements. The positioning workshop and messaging framework are front-loaded in months 1-2. Website design and development runs months 2-4. AEO/GEO implementation is phased across the full engagement. Ongoing advisory and production activities begin once the strategic foundation is established and continue through month 9.